Three tips for giving actionable 360 feedback

Feedback can be a powerful tool - when delivered effectively. If you want to help your coworkers grow, read these tips on how to write feedback that sticks. 

The goal of feedback is to help someone improve. That’s why constructive and honest feedback is essential. 360 feedback is confidential and anonymous feedback with our co-workers about their strengths and opportunities for improvement. Here are three tips for making your 360 feedback useful.

1. Use the "Situation-Behavior-Impact" Model 

Use the SBI Model (Situation, Behavior, Impact) to prepare and write specific, objective examples that are based on performance and behavior instead of personality. 

1. Situation. Where and When. Describe the specific situation in which the behavior occurred.
2. Behavior. Describe the actual, observable behavior being discussed. Keep to the facts. Don’t insert opinions or judgments. Provide at least 2 examples. 
3. Impact. Describe the results of the behavior (the emotion that arises, the impact on deadlines, quality, morale, team and business goals, etc)

Avoid high level summaries, such as, “You’re a great project manager” or “you need to improve your communication.” Unfortunately, this feedback isn't helpful because it doesn’t clarify what this person should do more or less of. 

Let’s say you want to share feedback that someone is consistently late. Instead of saying, “You don’t value my time,” say, “The past three meetings you’ve led didn’t start on time. The impact is we aren’t able to get through the full agenda to resolve key issues.” 

2. Avoid rater error

Rater errors are errors in judgment that can naturally happen when people observe and evaluate each other. Here are the most common ones to be aware of: 

1. Halo error - When someone can “do no wrong” and receives all positive ratings. If you notice yourself only writing positive feedback, try helping them develop by including at least one thing you observed that this person can improve  
2. Horn error - When someone “can’t do right” and receives all negative ratings. If you notice yourself only writing constructive feedback, try helping them develop by including at least one thing you observed that they are doing well. 
3. Central tendency error: When someone receives all ratings that are “middle of the road,” that are neither positive or negative.
4. Recency bias: Judging someone on recent behavior or performance instead of considering the overall picture. The opposite is the spillover bias where past performance is used to judge, without factoring in recent improvements.

3. Keep these things in mind when writing your 360 feedback 

• If you receive a feedback request from someone you don’t know well or can’t speak to their performance, the best thing you can do is decline.
• Speak for yourself - base your ratings and comments only on your own personal experience. Use phrases like, “I noticed,” or “I observed”. 
• Focus on the questions asked only.
• Don’t go overboard - be specific and point out a few positive as well as one or two areas that could use improvement. A long list of areas for improvement can be overwhelming (and upsetting!). It won't be clear where they should focus their attention.